Non-traditional staffing initiatives

HR profesionals need to guide the deployment of staff
By Geoff Bagg
|CHRR, Guide to Recruitment & Staffing|Last Updated: 04/10/2001

As organizations move from the occasional use of non-traditional staffing to making it a vital part of their competitive strategy, HR professionals need to provide guidance to management and purchasing professionals to ensure that cost reduction does not become the only driver and result in dysfunctional outcomes such as people being treated like desks. HR professionals should ensure that non-traditional staffing initiatives lead to competitive advantage.

Recently, a large company put out a Request for Proposal (RFP) for temporary staffing. The purchasing department’s criteria for pre-qualifying possible suppliers included annual revenue, per cent of business in specific areas (call centre, IT, etc.), and office locations. The RFP, however, did not include the single most important factor: the level of satisfaction with the current three suppliers in meeting the company’s staffing requirements.

The end users had no input on the selection process and could have sacrificed valuable relationships if the track record with the firm had no bearing on the selection process.